Question 1

Which of the following best describes how emotions influence the problem identification process?

Accepted Answer

A) Emotions have no effect on how people identify problems. 
B) The emotional brain center classifies incoming perceptual information as bad or good, which then influences the rational brain center's evaluation about whether that situation is a problem. 
C) Emotions mainly signal us to follow either a programmed or nonprogrammed decision process. 
D) If the rational brain center determines that the situation is a problem, it transmits this evaluation to the emotional center, which then energizes the decision maker to act without choosing alternatives. 
E) Emotions ensure that we rely on the rationality and avoid intuition in the decision making process. 
A) Emotions have no effect on how people identify problems. 
B) The emotional brain center classifies incoming perceptual information as bad or good, which then influences the rational brain center's evaluation about whether that situation is a problem. 
C) Emotions mainly signal us to follow either a programmed or nonprogrammed decision process. 
D) If the rational brain center determines that the situation is a problem, it transmits this evaluation to the emotional center, which then energizes the decision maker to act without choosing alternatives. 
E) Emotions ensure that we rely on the rationality and avoid intuition in the decision making process.

Question 2

The ideas that appear during the insight stage of creativity are quickly forgotten unless documented.

Accepted Answer

A) True 
 B)False

Question 3

Employees are more likely to be committed to implementing a solution when they are involved in making the decision.

Accepted Answer

A) True 
 B)False

Question 4

Perceptual defense causes us to:

Accepted Answer

A) defend the solutions we propose. 
B) defend those who agree with us when we identify a problem. 
C) defend the perception we have after making a decision. 
D) block out bad news or information that threatens our self-concept. 
E) justify our actions to defend our position. 
A) defend the solutions we propose. 
B) defend those who agree with us when we identify a problem. 
C) defend the perception we have after making a decision. 
D) block out bad news or information that threatens our self-concept. 
E) justify our actions to defend our position.

Question 5

People tend to be more creative when:

Accepted Answer

A) they have a reasonable level of job security. 
B) they are secluded from colleagues in other areas of the organization. 
C) they risk losing their job if their ideas fail. 
D) they have all of the above. 
E) they have only 'A' and 'B'. 
A) they have a reasonable level of job security. 
B) they are secluded from colleagues in other areas of the organization. 
C) they risk losing their job if their ideas fail. 
D) they have all of the above. 
E) they have only 'A' and 'B'.

Question 6

Which of the following decision-making activities tends to make the most use of tacit knowledge?

Accepted Answer

A) Intuition 
B) Decision support systems 
C) Escalation of commitment 
D) Data mining 
E) Both intuition and data mining 
A) Intuition 
B) Decision support systems 
C) Escalation of commitment 
D) Data mining 
E) Both intuition and data mining

Question 7

A potentially useful creative practice is to list different dimensions of a system and the elements of each dimension, then think through the potential commercial usefulness of each combination.

Accepted Answer

A) True 
 B)False

Question 8

Divergent thinking mainly contributes to which of the following?

Accepted Answer

A) Bounded rationality 
B) The rationality choice decision model 
C) Groupthink 
D) Organizational politics 
E) Creativity 
A) Bounded rationality 
B) The rationality choice decision model 
C) Groupthink 
D) Organizational politics 
E) Creativity

Question 9

The most accurate view of intuition is that it:

Accepted Answer

A) is a trait that people acquire mainly through heredity. 
B) is more likely to be found in men than women. 
C) is acquired more quickly by people whose careers span several unrelated industries. 
D) is the ability to know when a problem or opportunity exists and select the best course of action without conscious reasoning. 
E) does not really exist. 
A) is a trait that people acquire mainly through heredity. 
B) is more likely to be found in men than women. 
C) is acquired more quickly by people whose careers span several unrelated industries. 
D) is the ability to know when a problem or opportunity exists and select the best course of action without conscious reasoning. 
E) does not really exist.

Question 10

The decision-making process is more effective when problems are defined in terms of their solutions.

Accepted Answer

A) True 
 B)False

Question 11

Which of the following is NOT explicitly identified as a contingency of employee involvement?

Accepted Answer

A) Divergent thinking 
B) Decision structure 
C) Decision commitment 
D) Risk of conflict 
E) Source of decision knowledge 
A) Divergent thinking 
B) Decision structure 
C) Decision commitment 
D) Risk of conflict 
E) Source of decision knowledge

Which of the following best describes how emotions influence the problem identification process?

The ideas that appear during the insight stage of creativity are quickly forgotten unless documented.

Employees are more likely to be committed to implementing a solution when they are involved in making the decision.

Perceptual defense causes us to:

People tend to be more creative when:

Which of the following decision-making activities tends to make the most use of tacit knowledge?

A potentially useful creative practice is to list different dimensions of a system and the elements of each dimension, then think through the potential commercial usefulness of each combination.

Divergent thinking mainly contributes to which of the following?

The most accurate view of intuition is that it:

The decision-making process is more effective when problems are defined in terms of their solutions.

Which of the following is NOT explicitly identified as a contingency of employee involvement?

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perception and Learning in Organizations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Organizational Structure

Organizational Culture

Organizational Change

Filters

Exam 7: Decision Making and Creativity

Which of the following best describes how emotions influence the problem identification process?

The ideas that appear during the insight stage of creativity are quickly forgotten unless documented.

Employees are more likely to be committed to implementing a solution when they are involved in making the decision.

Perceptual defense causes us to:

People tend to be more creative when:

Which of the following decision-making activities tends to make the most use of tacit knowledge?

A potentially useful creative practice is to list different dimensions of a system and the elements of each dimension, then think through the potential commercial usefulness of each combination.

Divergent thinking mainly contributes to which of the following?

The most accurate view of intuition is that it:

The decision-making process is more effective when problems are defined in terms of their solutions.

Which of the following is NOT explicitly identified as a contingency of employee involvement?

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perception and Learning in Organizations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Organizational Structure

Organizational Culture

Organizational Change

Filters